OKR & Business Agility
Modern employee management with OKR
Employees are demotivated by bonus targets or only act egoistically? Learn from Intel, Google & Co. how to give employees more personal responsibility and how they drive themselves to achieve their best performance - even without a bonus. We help you to introduce OKR in your company in Switzerland.
OKR - Intrapreneurship at its glance
Promoting innovation strength
More agile development of the organization
Is my organisation also prepared to cope with the consequences of a more modern work organisation?
How can I introduce OKR and what opportunities and risks does OKR create for the organisation in Switzerland?
In most organizations, OKR triggers a cultural change away from top-down management. For many managers who have previously worked with a command and control approach, the change is a challenge, accompanied by a feeling of loss of control. At the same time, the increased responsibility with the associated competencies and expectations can also overwhelm and unsettle many employees. We show you how you can sustainably introduce OKR in your company in Switzerland.
What is OKR?
OKR is a modern management goal setting system, which, as you can already see from the name, is basically based on two essential elements, the objectives and the key results. The objectives are qualitative goals, which are linked to measurable means to achieve the goal, the key results. If all key results belonging to an objective are achieved, the objective is also achieved. For example, if the objective is to increase the level of awareness of one's own website and the associated key results are "15 social media posts with reference to our website" and "Increase the number of visitors to our website by 500 visitors", then the key results are clearly defined and measurable on the one hand, and on the other hand the level of awareness of the website will almost certainly have increased, provided that the key results have been met. The Key Results do not have to be fulfilled 100%, rather the opposite. The goals and the Key Results should be set so ambitiously that 100% fulfillment is practically impossible. This should increase the motivation to work on the goals.
The framework in which the objectives and key results are defined depends on the corporate structure. It is conceivable, for example, to have OKR teams in which the members, in addition to the individually defined objectives, work together towards collective goals. At the beginning of an OKR cycle (usually quarterly), management, teams and all employees define their OKRs and work towards achieving them until the end of the period. Ideally, a weekly meeting is held at which the members of a team inform each other about their progress. Depending on the situation of the specific company and the hierarchical level at which certain objectives are formulated, long-term, medium-term and short-term goals can serve as objectives. Regardless of the duration, OKR meetings should be held at the end of a specific period, during which the successes or failures are analyzed and the past cycle is reflected upon in retrospect.
On the topic of goal setting and stumbling blocks when dealing with OKRs, our specialist Dominique has answered the most important questions on our blog.
We are happy to help you introduce OKR in your company in Switzerland.
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